In Making Sense of Leadership, authors Esther Cameron and Mike Green asked if leadership is making something happen that would not have otherwise happened, what is it that leaders must pay attention to? They came up with five naturally occurring areas of concern:
• Discomfort: What’s not working? Where is the organization hurting?
• Buy-In: How is it possible to harness the human resources and talent around the organization, and inspire, motivate and engage people?
• Connectivity: How do we ensure that the organization knows enough about itself and its purpose and competencies and is well connected enough to be able to self-organize and change in a healthy responsive way when it needs to?
• Projects: What needs to be done to manage key projects and ensure that all the necessary resources are acquired and that the project is delivered right and on time?
• Design: What are the structural and process designs for the future?
These areas of focus were then paired with five shifting roles used by leaders to deal with each of these areas of concern. Leaders must draw their cues from the environment in which they lead.
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